Through the years, I’ve been called everything from Renaissance man to a jack-of-all-trades — even dilettante. I play guitar and bass. I’m a good cook. I play tennis, baseball, and foosball at a high level. I like to garden, and I grow a pretty full vegetable garden each year. I can change a light fixture and snake a pipe. I’ve used a rototill and a jackhammer and I’ve driven a dump truck. I’m an asset as a teammate in Trivial Pursuit.
I’m good at a lot of things, but I’m not expert at any. And that probably sounds like a bad thing in today’s day and age. More and more, the business world seems to be ruled by expertise. Subject-matter experts. Vertical specialists. Domain authorities. Companies wage wars for sought-after technical mavens and so-called gurus. To advance in one’s career these days, one should naturally specialize. The days of the generalist are over, right?
Wrong. Because, as the world changes ever faster, and the challenge of connecting dozens of disparate pieces increases, it’s never been more important to be an amazing generalist. A connector, a hybrid, a cross-functional player.
So it’s time to sing the praises of the evolved generalist — the person who provides context, who facilitates and drives creativity, who raises everyone’s game, and is focused on the right outcomes.
A generalist understands CONTEXT, not just content
. One way to think of a world of specialists, according to Vikram Mansharamani in an HBR post, is a world where everyone is studying bark. “Many have deeply studied its nooks, grooves, coloration, and texture. Few have developed the understanding that the bark is merely the outermost layer of a tree. Fewer still understand the tree is embedded in a forest.” All the specialist content in the world is meaningless without putting it in the proper context — and that context tends to be provided by generalists. A great generalist’s breadth of knowledge helps link new breakthroughs and technologies to existing ideas, providing a view of the forest for everyone.
Similarly, specialists tend to focus on what their domain does. But in a hyper-specialized world, you need people to pull it all together to make sense of things. The generalist sees the whole playing field — what the business context is, where you want to get to, and what all the relevant marketing levers are. Again, this helps a team see the totality of a program, how it all works together, and how to course-correct as it plays out.
Connections across subjects can be more important than subject-matter expertise.
It’s generally understood that new ideas and innovation are the result of associative thinking — connecting two known but unlike ideas to create something new. Unfortunately, specialists tend to focus on their own subject areas and their own known approaches. They also tend to spend less time collaborating with people who aren’t like themselves, and may actively avoid this “clashing” or combining of ideas. But for great generalists, associative thinking is table-stakes.
Breadth vs. depth leads to more creativity
. There’s no doubt that business, in general, and advertising, specifically, needs innovation and creativity — to differentiate brands, to engage with hard-to-reach consumers, to drive saliency, and to achieve virality, among other things. And it’s well accepted that innovation and creativity are driven by diversity of thought and experience. A wide variety of knowledge leads to new ways of looking at problems. Specialists often stay within their narrow band and apply formulaic solutions.
Generalists raise everyone’s game.
While the specialist spends his time focusing on how his vertical area can help solve a problem, the generalist is helping everyone else leverage their individual knowledge and experience for the greater good. His or her basic knowledge about each expert’s area can help them question assumptions, iterate and build, and make the work better. In a sense, the generalist is a great conductor — not playing his own instrument, but getting the ensemble to play beautiful music together.
Knowing what you don’t know is important, too
. In addition, a generalist is comfortable knowing what they don’t know, and this helps in a number of ways. It leads them to ask for help and points them towards the right resources or expertise, as needed. It means they aren’t subject to dogma or industry beliefs, so are open to question things. And it also means that a generalist is more comfortable with ambiguity and contradiction. Research has shown that generalists are better at predicting future outcomes because they are less ideologically reliant on a single perspective.
Generalists are focused on the right goalposts
. A generalist will be focused on overall business goals vs. any vertical or personal agenda. And they won’t care what tools, what technologies, or what resources are used most or get the most credit — he or she simply wants overall success.
Today’s complex marketing and business world needs experts who know more and more about emerging technologies and the evolving landscape. At the same time, the complexity and silo-fication of the world is raising the bar for a new generation of great generalists. As the author Carter Phipps said, “it’s becoming increasingly valuable to know ‘a little bit about a lot.’” What do you think?
Michael Baer has over 20 years experience as a marketing and advertising leader and innovator. Michael is also the developer of "Stratecution," a new way to think about marketing in the digitally-led "new normal." He's passionately blogging about his beliefs at Michael Baer's Stratecution Stories.
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